Psychosocial risks in the context of teleworking

To date, some employees have enthusiastically embraced teleworking. For others, this type of work raises well-being issues. CNESST law PL59 stipulates, among other things, that the mental health issues of teleworking employees must be taken into account as psychosocial risks taken into account by the employer. This therefore adds to the challenge for managers. So, how can you ensure the well-being of your employees when they are not in person? Let’s talk about psychosocial risks in the context of teleworking.

Implement a harassment prevention policy

First of all, drafting or revising a policy for the prevention of harassment and other types of psychosocial risks is essential. Teleworking employees are more likely to suffer from isolation, lack of communication or lack of recognition, among other things. It is therefore imperative to install mechanisms to prevent these inconveniences.

Promote remote interactions

Additionally, managers can increase opportunities for interactions. Whether that’s through weekly team meetings, one-on-ones, scrums, or just a one-off call to chat. This type of one-off call should also be encouraged by employees. Informal conversations with an employee or colleague have their place. Indeed, they help to increase satisfaction and engagement.

Survey employees

Finally, to be able to aim accurately for the initiatives chosen to be implemented, it may also be interesting to survey employees. Not all teams will necessarily enjoy online Zumba classes on a Wednesday lunchtime! These questions can help guide the initiatives managers take.

These always aim to reduce or even eliminate the inconvenience that remote working can cause and thus promote the mental health and well-being of employees. Of course, good thinking!


By Jessica Dufresne, CRHA

Editor of the HR blog – Iceberg Management Consulting Area